Rev Your Engines: A New Hiring Race Is On

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Rev Your Engines:

A New Hiring Race Is On

August 25, 2021

Gavin Morton, Head of People & Financial Operations Mark Vickers, Chief Research Analyst and Data Wrangler

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Thanks so much to our sponsors!

We couldn’t do this without you!

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About the Survey

Respondents: 210 HR professionals.

Date Fielded: Late June to early August 2021

Organizations:

• The participants are HR professionals representing a broad

cross-section of employers by number of employees.

• The respondents represent a range of industries and geographic

locations, but the majority reside in North America, especially the

United States.

• Questions for the survey were guided by an independent

advisory board of talent acquisition experts who we thank for

their insights.

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The State of Today’s

Talent Acquisition

Functions

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HRRI’s Talent Acquisition Maturity Model

HRRI’s Talent Acquisition Maturity Model

LEVELS DESCRIPTIONS

Nonexistent Have nothing resembling a standard or organized process

Chaotic Processes are all over the place, varying by department and position

Improvisational Have a basic process but everyone improvises the details so it varies

widely in practice

Progressing Have a structured process with basic metrics but challenges remain

and outcomes are uncertain

Advanced results-oriented Have a TA function with measurable goals, good results and a

continuous improvement mindset

Top-notch strategic Have a TA function that gets us best-in-class talent, meets our strategic

goals and suits our culture

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Finding: Few talent acquisition functions are top-notch or

advanced

2%

8%

21%

51%

15%

3%

Nonexistent Chaotic Improvisational Progressing Advanced results-oriented Top-notch strategic

Survey question: Which of these designations best describes

the talent acquisition (TA) process in your organization?

(select one that best applies)

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TA leader organizations: Those who answered the question “Which of these

designations best describes the talent acquisition (TA) process in your

organization?” as “advanced results-oriented” or “top-notch strategic.”

TA laggard organizations: Those who answered the question “Which of these

designations best describes the talent acquisition (TA) process in your

organization?” as “nonexistent,” “chaotic,” “improvisational” or “progressing.”

We cannot say with certainty that there are causal relations among the factors

related to performance, but we can draw potentially useful inferences.

How Do TA Leaders Differ from TA Laggards?

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Key Takeaway

Assess the “maturity” of your recruitment function

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The Relationship Between

TA and Talent

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Finding: About half feel the quality of talent in their organization

is above average or top notch

3%

8%

36%

45%

8%

Well below average Below average Average-ish Above average Top-notch

Survey question: How would you rate the overall talent of your

organization in comparison to other companies in your industry?

(11)

Finding: TA leaders tend to have superior overall talent

45%

90%

Non-expert TA Organizations Expert TA Organizations

Survey question: How would you rate the overall talent of your

organization in comparison to other companies in your industry?

(Percent responding above average or top notch)

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Key Takeaway

Prioritize both speed and quality

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The Drivers of and

Barriers to Talent

Acquisition

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Finding: Just over half

of organizations say

hiring great talent is a

top-three priority

6%

10%

30%

36%

18%

Relatively unimportant, not among our top 20 issues

Moderately important, being among our top 20 issues

Important, being among our top 10 issues Pivotal, being among our top 3 issues Essential, being our top issue

Survey question: Relative to other issues, how important is

hiring great talent in your organization? (select the one that

best applies)

(15)

Finding: TA leader organizations place far more emphasis on

the importance of hiring great talent

49%

76%

TA laggard organizations TA leader organizations

Survey question: Relative to other issues, how important is hiring

great talent in your organization?

(Percent responding pivotal or essential)

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Key Takeaway

Tie recruitment efforts to both present and future organizational

priorities

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Talent Acquisition Drivers

and Barriers

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Finding: The need

to hire quickly is

the top driver of

talent acquisition

8%

16%

34%

39%

43%

51%

51%

62%

63%

Keep in touch with former employees Expand into other regions/countries to fulfill

marketplace needs

Hire better or different leaders Upgrade organizational skills Increase diversity, equity and inclusion Adjust to changing business circumstances Cope with turnover Add enough workers to support growth Need to hire quickly

Survey question: Which of the following organizational

needs are key drivers of talent acquisition in your

organization? (select all that apply)

(19)

Finding: The

biggest barrier to

successful talent

acquisition is

finding the right

talent

14%

14%

18%

18%

20%

22%

27%

30%

46%

61%

Not well linked to the strategic goals of the firm Not enough certainty about the future Not enough useful technologies Not making the business case for more/better hires Not enough of a leadership priority Not enough skills among recruitment staff Not a strong enough employer brand Not enough funds Not right skills in applicant pool Not able to find the talent that meets the job

requirements

Survey question: What is hindering talent acquisition in your

organization? (select all that apply)

(20)

Finding: TA leader organizations are much less likely to

encounter organizational hindrances to talent acquisition

22%

30%

32%

11%

7%

18%

Not enough of a leadership priority Not a strong enough employer brand Not enough funds

Survey question: What is hindering talent acquisition in your

organization? (select all that apply)

TA leader organizations TA laggard organizations

Gap 14 pts

23 pts

11 pts

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Key Takeaway

Build a pool of talented candidates

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Talent Acquisition Practices

and Technologies

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Finding: Time to hire is the most used metric

17%

14%

15%

22%

25%

26%

29%

33%

40%

44%

49%

We do not use such metrics Internal mobility Number of regrettable hires Return on investment (ROI) Cost per hire Degree of diversity and inclusion Source of hire Applicants per position Tenure/retention Quality of hire Time to hire and/or time to fill

Survey question: Which of the following metrics does your

organization regularly use to gauge the success of talent acquisition?

(select all that apply)

(24)

Finding: TA leader

organizations are

much more likely to

measure talent

acquisition

outcomes, with DEI

being a major

difference

31%

18%

26%

45%

20%

46%

39%

46%

69%

58%

Applicants per position Return on investment (ROI) Source of hire Time to hire and/or time to fill Degree of diversity and inclusion

Survey question: Which metrics does your organization

regularly use to gauge the success of talent acquisition?

(select all that apply)

TA leader organizations TA laggard organizations

Percentage

38 pts

20 pts

21 pts

15 pts 24 pts

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Key Takeaway

Establish clear goals for your recruiting efforts and measure

them

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Finding: Applicant

tracking systems

(ATS) are still the

most widely used

recruiting

technology

9%

10%

16%

18%

20%

27%

28%

38%

38%

41%

53%

Talent and skills analytics technology We do not have such technologies Internal talent/mobility management/tracking…

Recruitment marketing system Sourcing technology Remote conferencing or events Assessments Referral system/platform (integrated or not) Performance management system Video interviewing technology Applicant tracking system (standalone or part of…

Survey question: What talent acquisition technologies

does your organization currently have access to and utilize?

(select all that apply)

(27)

Finding: TA leader organizations are more likely to use a

greater variety of technology tools

7%

16%

35%

17%

17%

31%

55%

38%

Talent and skills analytics technology Recruitment marketing system Referral system/platform (integrated or not) Sourcing technology

Survey question: What talent acquisition technologies does your organization

currently have access to and utilize? (select all that apply)

TA leader organizations TA laggard organizations

21 pts

20 pts 15 pts 10 pts

(28)

Finding: TA leader organizations are more likely to have some

type of integration within their tech stack

52%

88%

TA laggard organizations TA leader organizations

Survey question: How integrated are your recruitment

technologies?

(Percent responding somewhat or very integrated)

(29)

Finding: Programmatic advertising is gaining traction

10%

43%

47%

Survey question: Does your organization use programmatic

advertising?

Yes, a lot Yes, a little No, never

(30)

Finding: TA leader organizations are more likely to use

programmatic advertising

44%

96%

TA laggard organizations TA leader organizations

Survey question: Does your organization use programmatic

advertising?

(Percent responding a little or a lot)

(31)

Key Takeaway

Embrace new recruiting technologies when they

can improve efficiency and effectiveness

(32)

What Will the Future of Talent

Acquisition Look Like?

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Finding: The most

widely cited goal

for the next three

years is

maintaining an

active pool of

candidates

24%

29%

30%

33%

34%

34%

36%

38%

40%

46%

47%

55%

0% 10% 20% 30% 40% 50% 60%

Coordinate more with marketing Hire the best talent no matter where they live Make assessments match up with job requirements better Keep costs lower Train talent acquisition experts to be more strategic…

Hire more diverse candidates Use more automation Better predict future talent needs (e.g., via data analytics) Leverage new and/or existing technologies better Cultivate a stronger employer brand Stay as agile as possible to react quickly Maintain an active and engaged pool of possible candidates

Survey question: Which of the following will be key goals for your

organization's talent acquisition function over the next three

years? (select all that apply)

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Finding: Improving hiring quality is the most critical area for

future recruitment success

10%

27%

30%

30%

31%

39%

45%

47%

48%

63%

More connected to former employees (aka alumni) More high-tech More marketing focused More agile More analytics-based More integrated systems More strategic, aligning with corporate goals More productive and efficient More ability to source and hire diverse candidates More focused on quality candidates

Survey question: Which of the following improvements do you

think will be most important to talent acquisition over the next

three years in your organization? (select all that apply)

(35)

Key Takeaway

Evaluate where and how you find your best employees

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Key Takeaway

Understand why a candidate would accept an offer

from you rather than from a competing firm

(37)

Finding: Applicant

tracking systems

(ATS) will remain

the most important

technology over

the next three

years

7%

7%

22%

24%

33%

37%

40%

41%

41%

50%

54%

Mixed-reality devices Employer of record Artificial intelligence/machine learning Scheduling Referral systems Background/reference checking Mobile technology Remote, video-based hiring Assessments Recruitment marketing platforms Applicant tracking systems

Survey question: Which of the following technologies will

be most important to talent acquisition in your organization

over the next three years? (select all that apply)

(38)

Finding: AI will play a larger future role

9%

28%

38%

40%

42%

42%

49%

54%

It will not have an influence Make recommendations (e.g., qualifications,

salary)

Conduct assessments Reduce hiring bias Engage candidates Prioritize resumes and applications Target candidate searches Automate processes

Survey question: Where do you believe artificial

intelligence (AI) will have the largest influences on your

recruiting efforts over the next three years? (select all that

apply)

(39)

Finding: About two-fifths say the number of open positions

filled by employee referrals will increase

1%

5%

55%

35%

4%

Will decrease a lot Will decrease a little Will stay about the same as it is today Will increase a little Will increase a lot

Survey question: Over the next three years, will the

percentage of open positions filled via employee referrals

increase, decrease or stay the same in your organization?

(please provide your best estimate)

(40)

Finding: In the future, TA leader organizations will fill more

open positions with internal referrals

33%

69%

TA laggard organizations TA leader organizations

Survey question: Over the next three years, will the percentage

of open positions filled via employee referrals increase, decrease

or stay the same in your organization?

(Percent responding will increase a little or a lot)

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Finding: Increased competition for talent will be the most

important trend in TA over the next three years

11%

14%

29%

29%

36%

40%

42%

48%

49%

53%

55%

More segmentation of candidates Increased international hiring Increased data availability Increased hiring of remote workers Willingness of candidates to come into physical work place More focus on diversity, equity and inclusion Use of different marketing strategies for different candidates Greater connectivity (e.g., social media, YouTube) Prioritization of candidate experience Need to fill skills gaps Increased competition for talent

Survey question: Which of the following trends will be most important to

talent acquisition over the next three years? (select all that apply)

(42)

Key Takeaway

Audit the current skills within your organization

(43)

Key Takeaway

Upskill your recruiting team

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Questions?

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Download the 2021

Research Report

Report soon at

www.hr.com/featuredresearch

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For more information!

Feel free to contact us at:

gmorton@hr.com

mvickers@hr.com

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